Municipal Monitor | Q1 2015 by AMCTO

Q1 2015

The Official Publication of AMCTO – The Municipal Experts

Municipal Management & Leadership

Soul for Sale? The Growth of Municipal Marketing

ALSO • The Asset Gap • Waterloo Stakes Claim on Open Data • Planning for Energy Efficiency

SPECIAL PULLOUT AMCTO 2015 Conference Program

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2015-01-16 12:11 PM

12:11 PM

Published four times a year for the Association of Municipal Managers, Clerks and Treasurers of Ontario (AMCTO)

Bridge stock is aging and Ontario needs billions of dollars to restore the province’s transportation infrastructure. But how? See page 8

2680 Skymark Ave., Ste. 610 Mississauga, ON L4W 5L6 Phone: 905-602-4294 Fax: 905-602-4295 www.amcto.com Editorial Manager Craig Wellington, Director, Corporate Services, AMCTO Published by

Q1 2015

President Jeff Lester

FEATURES Asset Gap 8 The AMO study addresses funding needs for road, bridge and culvert maintenance By Sarah B. Hood

Vice-President & Publisher Sean Davis

EDITORIAL Editorial Director Jill Harris Managing Editor Kristy Rydz Editorial Assistant Andrew Harris

ADVERTISING Stephanie Allen, Larry Kiska, Danny Macaluso, Darryl Sawchuk

DESIGN & LAYOUT Art Director, Myles O’Reilly Crystal Carrette, Jessica Landry, John Lyttle, Gayl Punzalan

ACCOUNTING Nikki Manalo

DISTRIBUTION Jennifer Holmes © 2015 Lester Communications Inc. All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher. Disclaimer: The opinions expressed by the authors and/or editorial sources contained in Municipal Monitor are those of the respective parties and do not necessarily represent the opinion of the publisher.

Waterloo Stakes Claim on Open Data New knowledge centre vision fosters innovation while harnessing the power of public information By Lisa Gordon

for Sale? 16 Soul The Growth of

DEPARTMENTS MESSAGE 4 PRESIDENT’S The Connection Between AMCTO and Japan By Michelle Smibert, CMO

6 VIEWPOINT Standing Out in a Crowded Field – Part Two By Andy Koopmans, CMA

2015 AMCTO CONFERENCE A preview of the event planned for Thunder Bay, Ont. from June 7–10, 2015

Municipal Marketing What the evolution of non-taxation income methods means for Canadian municipalities By Stephanie Potter, City of Stratford

for Energy 22 Planning Efficiency

COVER PHOTO: CHRISTIAN MUELLER/SHUTTERSTOCK ABOVE PHOTO: SF PHOTO/SHUTTERSTOCK

701 Henry Ave. Winnipeg, MB R3E 1T9 Phone: 204-953-2189 Toll-Free: 1-866-953-2189 Fax: 204-953-2184 www.lesterpublications.com

CONTENTS

Municipal energy plans reflect both community values and energy needs By J. Lynn Fraser

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MUNICIPAL MONITOR

P R E S I D E N T’S M ESSAGE

Board of Directors Michelle Smibert, CMO President Municipality of Middlesex Centre Cahl Pominville, AMCT Immediate Past President Municipality of North Grenville

The Connection Between AMCTO and Japan

Christopher Wray, AMCT Vice President / Director at Large Municipality of Wawa John Hannam, CMO Director at Large City of Thunder Bay Lois O’Neill-Jackson, CMO Director at Large Municipality of Trent Lakes Yvonne Robert, CMO, AMCT Director at Large Township of Elizabethtown-Kitley Michelle Casavecchia-Somers, CMO Zone 1 Board Director Township of Malahide Mark Gaynor, CMO Zone 2 Board Director Municipality of Brockton Angela Morgan, CMO Zone 3 Board Director City of Burlington Stephen Huycke Zone 4 Board Director Town of Aurora Candace Thwaites, CMO, AMCT Zone 5 Board Director Town of Gravenhurst Brenda Brunt, CMO Zone 6 Board Director Township of South Dundas Carol Trainor, AMCT Zone 7 Board Director Township of St. Joseph Stephane Palmateer, AMCT Zone 8 Board Director City of Timmins Marcella Vallelunga Zone 9 Board Director City of Thunder Bay

Q1 2015 www.amcto.com

By Michelle Smibert, CMO AMCTO President

any of you have been asking about the link between our organization and our yearly visits to Japan to study local government and case studies in selected cities. The connection has everything to do with an awesome organization called The Council of Local Authorities for International Relations (CLAIR) and the opportunities for education and information sharing between us.

CLAIR Established in 1988, CLAIR has headquarters in Tokyo and branch offices in Beijing, London, New York, Paris, Seoul, Singapore and Sydney. CLAIR’s services focus on creating and supporting international influences and include: • Supporting sister-city relationships • Assisting local governments to become directly involved in foreign aid and development assistance • Administering the JET Programme • Helping local governments and communities adapt to increasing cultural diversity • Conducting research into the world’s best practices in local governance and regional development

• Promoting international understanding of Japan and its fiscal and governmental structures at a local level • Providing extensive professional development courses to foster internationally aware local government leaders • Supporting regional international exchange associations To provide high quality services in all of these areas, CLAIR works closely with 47 prefectures (similar to our provinces and states in North America) and 20 designated cities and in conjunction with regional international exchange associations. I want to recognize and thank John Hannam, City Clerk of Thunder Bay, who established the link between AMCTO and CLAIR. We live and work in a global community and this fact requires us to be aware of how others organize their local governments and provide services. Seeking out the best sources for education in cultural and organizational sectors and then learning to share information resources is important. It gives us the tools to advance our service parameters at home for residents now and for future generations. Our connection to CLAIR provides a bridge to improve our awareness of what’s happening around the world and how it affects us and what benefits it may bring. Here is a list of organizations who participated in the exchange this year in addition to AMCTO: • National Conference of State Legislatures • The Council of State Governments • National Association of Counties

PRESID ENT’S ME SSAG E

• • • •

Colorado Municipal League City of Pearland International City/County Management Association Canadian Urban Institute – Fort York National Historic Site Manager • City of Novi

The focus of our exchange was a series of special projects in Amagasaki City and the next few months I will be sharing more details about our tour of operations/programs.

Michelle Casavecchia-Somers Director, Zone 1 I started as working as an intern 27 years ago and have worked in municipalities in five different counties – Lambton, Huron, Middlesex, Perth and Elgin. Having been involved in recruiting for many years and as I get closer to retirement, I am concerned that there are not enough new/young professionals entering the municipal sector.

Mark Gaynor Director, Zone 2 I started my career in 1989 and attended my first Zone 2 meeting at Hockley Valley. I was immediately impressed with the people who welcomed me and made me

feel as if I belonged to this new organization. The networking, friendships and educational opportunities have greatly assisted me in my day-to-day work duties and tasks. Being a part of the AMCTO board has added to my municipal career and my personal life as we share so many new and exciting ideas from all parts of Ontario. I look forward to what AMCTO will be sharing with all the members over the coming years.

Stephane Palmeteer Director, Zone 8 I was an assistant clerk-treasurer when I started in the sector in 1993 and worked for Lorne LaCarte. He was very dedicated and involved in AMCTO. He was equally supportive of me becoming

involved with and joining the association. AMCTO is, without any doubt in my mind, the single greatest and most effective municipal organization for municipal professionals. Not just from an education and training perspective, but also a member advocacy, engagement and networking opportunity perspective. The camaraderie and fellowship that AMCTO members share feels like family. To know that you can ask any question about any situation and you will probably find that someone has dealt with it or something very similar is comforting. If, for some reason, it is totally new, everyone will try to help you resolve the situation, provide their advice and lend you their expertise and insight. It truly is amazing. MUNICIPAL MONITOR

THANOMPHONGJANTHAROTJANA/SHUTTERSTOCK

Meet AMCTO’s Team

V I E WP O I NT

AMCTO Staff Andy Koopmans, CMA Executive Director Craig Wellington Director, Programs & Services Rick Johal Director, Member & Sector Relations

Standing Out in a Crowded Field – Part Two Analyzing the competition

Nadeem Dean, CPA, CMA Manager, Finance & Administration Anubha Meta, Ph.D. Manager, Education & PD Program Development Brenda Armstrong Johnston Specialist, Membership Services Michelle Sampson Executive Assistant Kathleen Barrett Coordinator, Communications & Marketing Lynda Staples Project Manager, Municipal Accessibility Debra Bellamy Coordinator, Accreditation & Coordinator, Municipal Accessibility Jeanne Moon Coordinator, Programs & Services Rosita Bourke Coordinator, Programs & Services Manjit Badh Coordinator, Programs & Services Eric Muller Coordinator, Legislative Services

Q1 2015 www.amcto.com

By Andy Koopmans, CMA Executive Director, AMCTO

s noted in my last “Viewpoint” article, in September 2013 the Board of Directors undertook a three-stage review initiative to ensure that the association would remain competitive and relevant into the future. The results of this review process are set out below.

Assessing core strengths The board members identified a core group of strengths that the association should work to fully exploit as a matter of priority. The core strengths identified included the: • Association members as a source of volunteers and a knowledge resource • AMCTO brand as “The Municipal Experts” • Association staff resources • Education and training programs provided by the association • Communication, outreach and networking activities and resources that are made available through the association • Approach to partnering and partnerships for advocacy and service delivery • Association’s overarching commitment to professionalism and quality

During their analysis of the competition the association faces, the board identified post-secondary institutions as one of the most critical competitor groups with respect to AMCTO’s interest in being the acknowledged source for management and leadership training in the municipal sector. Likewise, the board noted that other municipal staff associations also were key competitors since these organizations represent a point where members might have to make a choice with respect to membership dues and the purchase of products, services and programs. Recognizing that the association needs to be strategic with the use of financial and human resources for competitive purposes, it was acknowledged that AMCTO cannot, and should not, compete against those public, private and not-for-profit organizations that can draw from much larger human and financial resource bases. In general, the board also agreed that, in almost all cases, opportunities for partnering should be pursued as one means by which to diminish the impacts of the various competitors noted above.

Defining our core member market In their discussions, the board observed that AMCTO has consistently maintained a diverse membership base. In fact, this diversity has been increasing to cover a broader range of municipal functional areas. In light of the program offerings that the association has put forward, this increasingly diverse member base

V I E WP OI N T

“ It was identified that the association should focus on management/leadership training and support that will appeal to the breadth of the membership, as this would appear to be one of the primary reasons why so many individuals from different municipal professions are being drawn to the association.” It was identified that the association should focus on management/leadership training and support that will appeal to the breadth of the membership, as this would appear to be one of the primary reasons why so many individuals from different municipal professions are being drawn to the association. It was further noted that while there are other staff associations that can offer technical training that will address the needs of their specific membership, AMCTO is the only Ontario-based association that provides technical training to address the specific needs of those who fulfill the various functions traditionally associated with the municipal clerk. The board, therefore, concluded that AMCTO should continue to focus on the development and delivery of technical training for this specific group and perhaps examine more partnership/ collaboration opportunities to deliver technical training that meets the needs of members in other functional areas.

The end result Having completed this review process at their June 2014 meeting, the Board of Directors approved a set of seven guiding principles to steer the work of the association and its board and staff on a go-forward basis. The principles were shared with the membership at the 2014 AMCTO Conference. It should be noted that these guiding principles are generally consistent with the objectives of the association’s current strategic plan and related strategy documents, which have been approved by the board over the past year. The principles do, however, ensure that the association will be more focused in its assessment of current and future product, program and service offerings. This will, in turn, ensure that AMCTO’s human and financial resources are directed towards activities that will help in keeping the association both relevant and competitive within the municipal environment in the years ahead. MUNICIPAL MONITOR

ALEKSANDAR MIJATOVIC/SHUTTERSTOCK

indicates that AMCTO has been successful in repositioning itself as being able to fulfill the needs of managers (and municipal professionals) from a broader range of operating areas. Likewise, our focus on advancing and promoting expertise and excellence in municipal administration and management has also been successful. When asked if the association’s membership was spread across too many functional areas and whether other organizations might better meet the needs of some of our current member groups, the board concluded that curtailing the number of functional areas might well prove to be counterproductive and noted that many members are taking on more and more responsibilities as demanded by their councils. Instead, it was noted that the challenge for the association is more likely that it is trying to develop specific service offerings across too many different functional areas.

The

Asset Gap AMO study addresses funding needs for road, bridge and culvert maintenance By Sarah B. Hood

n June 2013, a rail bridge over the Wanapitei River near Sudbury, Ont. collapsed when a Canadian Pacific (CP) freight train derailed as it was approaching the bridge. The incident caused no deaths or injuries; however, it not only shut down the rail line, but closed Highway 537 for several hours, a reminder of the critical role bridges play in the everyday life of a municipality. For Ontario municipalities, the issue of how to pay for the upkeep of aging transportation infrastructure has been much discussed in recent years. In November 2007, the Residential and Civil Construction Alliance of Ontario released a report titled Ontario’s Bridges: Bridging the Gap, which noted that no single agency was responsible for keeping track of Ontario’s inventory of bridges. It also found that bridge stock is aging and estimated that about $2.26 billion would be needed to restore the province’s roads, bridges and culverts to good condition. “Municipalities are the most seriously affected by the bridge infrastructure dilemma,” the report noted. “Due to several years of downloading, municipalities are now the largest and most important bridge infrastructure

Q1 2015 www.amcto.com

owners in the province. But (…) [t]he tax base of many municipalities cannot accommodate the bridge rehabilitation and reconstruction funding needs without the support of the federal and provincial governments.” In 2008, a Provincial-Municipal Fiscal and Service Delivery Review estimated that roughly $30 billion was needed over 10 years to maintain and upgrade municipal roads and bridges. Following that review, the province, the Association of Municipalities of Ontario (AMO) and the City of Toronto initiated a joint ProvincialMunicipal Roads and Bridges Review. Published in July 2012, the ensuing report outlined the need for a new provincial-municipal framework to sustain municipal road and bridge infrastructure and called for all levels of government to seek new ways to fund infrastructure investment. “To provide for the best prioritization for critical infrastructure needs, municipal asset management plans should be the basis for any future provincial road and bridge capital funding,” it stated, further recommending that these plans should be used to create an Ontario Roads and Bridges Status Report.

ASSET MANAG E ME N T

SONGQUAN DENG/SHUTTERSTOCK

“ The report suggests that Ontario municipalities will need about $28 billion to address the investment gap between current funding and what would be needed to repair and maintain the entire municipal inventory of roads, bridges and culverts.” – Tom Dawe, President, Public Sector Digest Canada The Royal Alexandra Interprovincial Bridge is a steel truss cantilever bridge spanning the Ottawa River between Ottawa, Ont. and Gatineau, Que. MUNICIPAL MONITOR

ASS E T M AN AGEM E N T

AMO’s Roads and Bridges Asset Management Study Taken together, roads and bridges represent the largest asset class for municipalities. Recently, AMO commissioned the Roads and Bridges Asset Management Study through Public Sector Digest Canada. Public Sector Digest President Tom Dawe presented

the major findings of the report at the AMO conference in August 2014. Overall, the report suggests that Ontario municipalities will need about $28 billion to address the investment gap between current funding and what would be needed to repair and maintain the entire municipal inventory of roads, bridges

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and culverts. This sobering figure was somewhat offset by Ontario Premier Kathleen Wynne’s announcement at the same event of a new $100 million in annual, permanent infrastructure funding for municipalities under the Ontario Community Infrastructure Fund (OCIF) and additional federalprovincial money available through the Building Canada Fund – Small Communities Fund (BCF-SCF). The asset management study looked at roads, bridges and culverts in 93 municipalities, covering roughly 21 per cent of Ontario’s population. About 46 per cent of paved roads, 35 per cent of culverts and 60 per cent of bridges were examined by field inspection, in which experts actually visited the sites to assess their condition. The rest were assessed using an accounting approach, which evaluated them based on age and life expectancy.

TONY MORAN/SHUTTERSTOCK.COM

Bridge repair on Ontario’s Highway 7

ASSET MANAG E ME N T Assets were then ranked according to condition. Paved roads scoring less than 20 are no longer considered usable; those ranking between 21 and 40 show serious deterioration, while scores of 41 to 100 show only minor defects. For bridges and culverts, a score below 20 indicates that the asset is no longer functional; 21 to 40 means that maintenance is required, while no maintenance is required for assets scoring between 41 and 100. One encouraging finding from this approach is that field inspections tend to show assets to be in better shape than the accounting projection would suggest. For instance, using the accounting method, the average condition of paved roads in the municipalities considered in the asset management study was ranked at 40 (unacceptable condition), but the same roads averaged 69 (no maintenance required) when they were assessed by field inspection. Culverts averaged 32 when measured by accounting methods versus 62 through field inspections. Bridges averaged 36 (accounting method) and 59 ( field assessment).

Cost assessments The asset management study shows that it would cost about $5.1 billion (or $4,200 per household) to replace the assets that are already at the end of their useful life in the 93 municipalities considered. An additional $462 million ($380 per household) is needed to close the investment gap in those municipalities, covering the annual shortfall between the cost of upkeep and funds that are currently available. To put these figures in perspective, Dawe said during his presentation that “it’s taken about 50 years to get to where we are and we’re not going to correct this overnight.” He showed that a one per cent annual property tax increase would eliminate the deficit for these categories by about 2060; a two per cent increase would achieve the same result around 2040. Dawe also stressed the importance of communicating with citizens in

“ It’s taken about 50 years to get to where we are and we’re not going to correct this overnight.” – Tom Dawe, President, Public Sector Digest Canada

terms that couch these expenditures that they can understand, for instance, by making the comparison with the value of investing in home upkeep. Among his most cheering discussions at the conference was in the area of new approaches to funding. Looking to other levels of government for assistance is not the only approach. Dawe described a county of about 4,000 people in Nebraska that explored legacy funds. When they asked residents to consider bequeathing seven per cent of their estate to the county, they hoped to raise about $1 million, but in less than one year they raised about $7 million. Another approach is managing operating costs through strategies

like delaying for two or three months before making routine staff replacements and investing the payroll savings into other areas. Clearly, this issue has implications for every municipality. By working together and sharing strategies, municipalities will be better able to upgrade their transportation assets, which are such a vital part of our shared heritage and economy.

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MUNICIPAL MONITOR

O P E N D ATA 12

Q1 2015 www.amcto.com

OP E N DATA

Waterloo Stakes Claim on Open Data New knowledge centre vision fosters innovation while harnessing the power of public information By Lisa Gordon

PHOTO COURTESY OF ELLIS LITTLE LOCAL HISTORY ROOM, WATERLOO PUBLIC LIBRARY ILLUSTRATION : MAKSIM KABAKOU/SHUTTERSTOCK

hen it opened its doors in 1905, Waterlooâ&#x20AC;&#x2122;s Carnegie Library instantly became a centre of community knowledge. Located in the heart of the city at 40 Albert St., the 7,500-square-foot building was constructed through a generous grant from Andrew Carnegie and was thereafter maintained by the city. The library outgrew the building in the mid-1960s; it was repurposed as the police station, and then, in 1990, as the national headquarters of Habitat for Humanity Canada. Now, with Habitat moving on, a City of Waterloo ward councillor, Mark Whaley, and city staff member and director of strategic initiatives, Garry Bezruki, have developed a plan to breathe new life into the dignified old building. Their idea capitalizes on the growing open data movement and the City of Waterlooâ&#x20AC;&#x2122;s commitment to being an intelligent community.

First floor plan by Charles Moogk, architect, Waterloo Ont., 1903 MUNICIPAL MONITOR

O P E N DATA

“ We’re not aware of any other municipalities looking to create that knowledge ecosystem, but everyone is starting to stake their claim in the open data field. The time is now.” PHOTO COURTESY OF GARRY BEZRUKI

– Garry Bezruki, Director of Strategic Initiatives, City of Waterloo

Carnegie Library Building – Aug. 6, 2014

The plan

The particulars Bezruki says the idea for The Data Mine has been percolating for about a year and a half. “We wondered how to put a framework around our vision for open data and open government in the City of Waterloo,” he explains. “The Carnegie Library is in the city’s hands and we can control the asset. We thought, wouldn’t this be great to take and repurpose this building into a 21st century digital resource, tied specifically to the advancement of entrepreneurs and research and leveraging open data? It all just seemed to fit.” In keeping with Waterloo’s reputation as a knowledge hub, The Data Mine would assemble the brightest minds in the region. The current vision provides for the basement level to be open to the public as a “hack space” for those who want to access data and harness its power for new, cutting-edge

PHOTO COURTESY OF ELLIS LITTLE LOCAL HISTORY ROOM, WATERLOO PUBLIC LIBRARY

The term “open data” refers to a movement – initiated mostly by governments – to make collections of raw public data available to the world, allowing new users to repackage and repurpose that information in creative new ways. “Governments are moving to be more transparent,” Whaley notes. “The information is owned by citizens anyway, so we should release it to them.” Whaley and Bezruki are the co-creators of a progressive vision that would see the Carnegie Library transformed into the city’s new open data incubator. “Open data creates a big opportunity,” says Whaley. “In Waterloo, we recognized that the open data movement was afoot and we passed a policy in support of open data and open government. We feel we’re on the right track and one of the ways we can focus on this is by creating an open data incubator.” Called The Data Mine, Whaley said it’s a plan with two chapters.

“The first is the building itself. It was constructed like a fortress in order to hold all of those heavy books. We had a heritage architect examine it; he said that if properly maintained, the building will last for anywhere from 500 years to a millennium! So, it’s our intention as a primary goal to make sure this building is saved for many future generations,” he explains. “The second part is to think about a proper use for the building. Garry and I had the idea to turn it back into a centre for learning, to make it a research institute centred on the field of open data.”

Waterloo Free Library Reading Room, after 1905

Q1 2015 www.amcto.com

Waterloo Public Library circulation desk and stacks, 1961

PHOTO COURTESY OF ELLIS LITTLE LOCAL HISTORY ROOM, WATERLOO PUBLIC LIBRARY

OP E N DATA

Second floor plan, Charles Moogk Architect, Waterloo, Ont., 1903

applications. The first floor will be dedicated to small groups of academic researchers and entrepreneurs, with support available for sustaining and developing ideas and eventually for relocating companies that find success. The top floor of the old library building would be reserved for longer-term tenants, perhaps dedicated to commercial pursuits tying into open data.

The process Bezruki and Whaley’s plan is gaining traction. In September 2014, the Waterloo City Council allocated $234,000 for key preparatory work, including an application for a zoning change to permit the heritage building’s use as an open data centre and the creation of architectural drawings to bring it up to modern construction standards. “This is all moving forward as some publicity is being shone on the project,” says Whaley. “We’re throwing the pebble that will create a ripple effect of interest, which will help our cause as we try to raise the money and make the partnerships to carry this forward.” The total estimated cost to remediate the building and create The Data Mine is $3.6 million. Deliberation started as part of the budget process in January and Bezruki is hopeful that council will approve the plan. “It supports our vision of being an intelligent community and it supports the relationships we’ve been building with the local universities,” he concludes. “We’re not aware of any other municipalities looking to create that knowledge

ecosystem, but everyone is starting to stake their claim in the open data field. The time is now.” For his part, Whaley intends to throw his support squarely behind The Data Mine and wants to see it become a reality sooner rather than later. “The last thing you can do in the 21st century is sit on your laurels,” he says. “For us, standing still is actually falling behind. Data is extremely valuable when examined and reused. It has great potential. The analogy is that the Industrial Revolution was driven by coal and the advances of the 20th century by oil – but in the 21st century, open data will be our rocket fuel for the future.”

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MUNICIPAL MONITOR

Soul for Sale? The Growth of Municipal Marketing What the evolution of non-taxation income methods means for Canadian municipalities By Stephanie Potter, City of Stratford

O DENCG/SHUTTERSTOCK

n March 25, 2009, Kentucky Fried Chicken (KFC) President Rodger Eaton told mayors across America, “We want to come Re-‘Fresh’ your roads!”1 Eaton offered to fill America’s potholes in exchange for advertising space on municipal property. The pitch was made to help promote the fast food giant’s “Fresh Tastes Best” campaign. While the proposal was unconventional, many struggling municipalities took Eaton up on his offer – within weeks, patched potholes featuring the temporary chalk-stencilled slogan “Re-Freshed By KFC” could be found in municipalities throughout Kentucky, Tennessee and Indiana. The controversial campaign was so mutually beneficial that KFC later paid to restore fire hydrants and fire extinguishers in Buffalo and Indiana in January 2010 to promote their new Fiery Grilled Wings. The repaired assets featured wing buckets and shrink-wrapped KFC logos.2 Despite the

Q1 2015 www.amcto.com

MUNICIPAL MA RK E T I N G

eccentricity, these ad placements have made KFC a valuable source of revenue for many struggling American municipalities during a prolonged period of economic downturn. The KFC campaigns are representative of a growing trend throughout the United States called municipal marketing, wherein municipal assets are leveraged to create partnerships with corporations for ad space, sponsorship and naming rights. For example, some municipalities allow advertisements to be placed on fire trucks as means of offsetting the cost of emergency services. The City of Baltimore began employing this tactic to provide the funding needed to allow three of its fire stations to stay open. Other municipalities, such as Mesa, Ariz., generate over $100,000 a year by allowing advertising on school busses. Similarly, Pittsburgh, Pa., allows advertising on all municipal vehicles.3 Municipal marketing is on the rise in the United States because it provides a source of revenue that does not come from taxpayers, thereby allowing municipalities to maintain service levels in hard economic times. Canadian municipalities are facing similar challenges in this era of slow economic recovery, provincial cuts to municipal programs and demands for zero per cent property tax increases. Municipal marketing could become a viable strategy for Canadian municipalities who are continually asked to do more with less. Furthermore, the growth of municipal marketing in America reveals the urgent need for innovative and unconventional solutions in Canadian public administration.

Necessary innovation The rapid increase of municipal marketing in the United States is a clear consequence of the Great Recession. The housing market collapse of 2008 had a devastating effect on American municipalities, all of whom depend on property tax as their principal source of revenue. Since January 2010, 38 American municipalities have filed for Chapter 9 Bankruptcy – Detroit providing the largest and most sobering example.4 Others have been forced to implement drastic tax increases. For example, in 2009, the City of Phoenix was facing a $277 million deficit and had a $1.1 billion budget. In 2010, Phoenix and 24 other Arizona municipalities were forced to place a temporary five-year sales tax on food just to maintain service levels.5 Although the City of Mesa had its budget cut in half, the municipality managed to avoid adopting the food tax though municipal marketing initiatives. The most successful program allowed ad inserts to be placed in utility bills. Each bill has 12 to 14 ad spaces available for $3,000 each.6 Mesa’s success has inspired the cities of Phoenix and Glendale, Ariz. to adopt similar municipal marketing programs.7 Municipal marketing has become prevalent in the area that spans the American Northeast to the Midwest, often

called the “Rustbelt,” where municipalities are attempting to cope with a 60-year downward trend in manufacturing exacerbated by a prolonged period of economic recession.8 The largest cities in the Rustbelt have lost between 25 and 62 per cent of their populations since the onset of manufacturing decline in the 1950s: Population in 19509

Population in 201010

% Decline Since 1950

Chicago

3,620,962

2,695,598

25.55%

Philadelphia

2,071,605

1,526,006

26.34%

Detroit

1,849,568

713,777

61.41%

Baltimore

949,708

620,961

34.62%

Cleveland

914,808

396,815

56.62%

St. Louis

856,796

319,294

62.73%

Pittsburgh

676,806

305,704

54.83%

Buffalo

580,132

261,310

54.96%

Cincinnati

503,998

296,943

41.08%

City

Rustbelt revitalization will require the attraction and retention of new and diverse businesses and investment. Consequently, municipalities are attempting to recover without raising taxes in an effort to attract jobs and regenerate their dwindling populations.11 For many struggling municipalities, municipal marketing provides a much-needed source of revenue that does not come from taxation. For example, the City of Chicago has embraced municipal marketing as a partial solution to their financial crisis, which includes a low credit rating and excessive debt. In 2010, Chicago created the Municipal Marketing Advisory Council, assigned to determine the best way to sell advertising space on municipal assets. After two years of assessment, the advisory council launched a municipal marketing initiative in 2012 that is expected to raise over $18 million in revenue by creating a network of 34 digital billboards on the city’s expressways. These digital screens will feature various changeable advertisements that will provide a substantial source of advertising revenue without compromising the city’s visual aesthetic.12 Chicago Mayor Rahm Emanuel explained, “These initiatives allow us to preserve critical city services, bring in new revenue and protect the city’s historic integrity and character.”13 Selling advertising on digital media screens could provide a viable solution for Canadian municipalities – similar initiatives were launched in Vancouver and Surrey, British Columbia in 2009.14 MUNICIPAL MONITOR

M U N I C I PA L M AR KE TIN G While advertising on municipal transit and selling naming rights to municipal recreation facilities is commonplace in Canada, our American counterparts are combining the sale of naming rights with established transit media practices in a new and unconventional way.15 U.S. transit systems struggling with multi-billion dollar deficits have taken to selling station naming rights to maintain service levels. For example, in 2009, New York’s Metropolitan Transit Authority sold the naming rights for Brooklyn’s Atlantic Avenue Subway Station to Barclays Bank for $200,000 a year for 20 years.16 In 2011, AT&T paid $3 million to rename Philadelphia’s Pattison Station, where the turnstiles now feature the telecommunications company’s logo and colours. The Chicago Transit Authority began selling the naming rights to 11 L-train stations in 2012.17 The Toronto Transit Commission (TTC) made similar proposals in 2008 and 2011, but the idea has never gained much traction due to the tremendous public outcry.18 While the sale of naming rights has had limited success in Canada, there are many other opportunities to employ highly successful and unobtrusive forms of municipal marketing. Several American municipalities have been selling exclusive distribution rights with great success for over 15 years. In 1999, Coca-Cola paid the City of Huntington Beach, Calif., $6 million for a 10-year contract for exclusive rights to soft drink sales on municipal property. Significantly, Coca-Cola did not approach Huntington Beach for this contract. The city put

out a Request for Proposal (RFP) offering the exclusive vending contract because the municipality wanted to fund public services and new recreation facilities without raising taxes. The response from service providers was so overwhelming that Coke and Pepsi both fought to outbid each other for the contract. Through innovative thinking, Huntington Beach was able to get two major corporations to compete over who would give the city more money for essentially doing nothing. The guaranteed income of $600,000 a year for 10 years was an incredible boost to the city of 200,000 people. City consultant Donald R. Schulte explained, “That (money) goes a long way in putting grass in the soccer fields for kids and repainting City Hall … None of it would come from taxpayers.”19 Because Huntington Beach received such a high financial return for no investment, other municipalities quickly issued their own exclusive vending licence RFPs and they were just as successful. For example, Miami Beach was able to procure $7 million from Coca Cola for a similar 10-year contract. San Diego signed a 12-year, $7-million-dollar contract with Pepsi, along with a $1.2-million, five-year agreement with Canteen San Diego to offer exclusive beverage and snack vending on municipal property. Dallas, Texas signed a five-year, $2.2-million contract with Dr. Pepper.20 Clearly, there are many unexplored opportunities for Canadian municipalities to generate a substantial amount of revenue from private corporations with little to no risk or investment. CONTINUED ON PAGE 20

Celebrating 30 years supporting the success of Canadian non-profit, public and private organizations. Our 3 divisions provide total coverage for your business solutions through HR and Organizational Development, Procurement Services, and Employee Group Benefits.

Q1 2015 www.amcto.com

2015

AMCTO’S 77 TH ANNUAL GENERAL MEETING & PROFESSIONAL DEVELOPMENT INSTITUTE

UT O L L U P N O I T C E S

WORKSHOPS

KEYNOTE SPEAKERS

ISSUES

NETWORKING

NATURAL TRANSITION T H U N D E R B AY, O N TA R I O

JUNE 7TH - 10TH, 2015

NATURAL TRANSITION

AMCTO’S 77TH ANNUAL GENERAL MEETING AND PROFESSIONAL DEVELOPMENT INSTITUTE

2015 AMCTO Conference Program at a Glance Sunday, June 7, 2015 NATURAL TRANSITION 10:00 a.m. 11:00 a.m. – 7:00 p.m. 1:00 p.m. - 4:00 p.m. 4:00 p.m. – 5:00 p.m. 6:30 p.m. – 9:30 p.m. 9:30 p.m. – 1:00 a.m.

Golf Tournament – Strathcona Golf Course Delegate Registration Mock Emergency Team Challenge Golf Tournament Awards & Reception Opening Reception and Trade Show Hospitality & Networking – Valhalla Inn

NATURAL TRANSITION Monday, June 8, 2015 7:00 a.m. – 4:30 p.m. 7:00 a.m. – 8:00 a.m. 7:00 a.m. – 2:00 p.m. 8:30 a.m. – 9:30 a.m. 9:30 a.m. – 10:30 a.m. 10:30 a.m. – 11:00 a.m. 10:30 a.m. – 4:00 p.m.

Delegate Registration Breakfast Buﬀet Trade Show Opening Ceremonies Opening Keynote Speaker Refreshment Break Companion’s Tour – Thunder Bay – City & Countryside 11:00 a.m. – 12:15 p.m. Annual General Meeting 12:15 p.m. – 2:00 p.m. Trade Show and Lunch 2:00 p.m. – 3:30 p.m. Concurrent Workshops 4:30 p.m. – 9:00 p.m. Dinner at Fort William Historical Park 9:00 p.m. – 1:00 a.m. Hospitality & Networking – Victoria Inn – Pool Deck

#AMCTO2015

Tuesday, June 9, 2015 7:30 a.m. – 4:00 p.m. 7:00 a.m. – 8:15 a.m. 7:00 a.m. – 8:15 a.m.

Delegate Registration Continental Breakfast New CMO Program Breakfast Information Session 8:30 a.m. – 10:00 a.m. Concurrent Workshops 10:00 a.m. – 10:30 a.m. Refreshment Break 10:30 a.m. – 12:00 p.m. Concurrent Workshops 10:30 a.m. – 4:00 p.m. Companion’s Tour – Canyon Country 12:00 p.m. – 1:30 p.m. Buﬀet Lunch & Plenary – Ministry of Municipal Aﬀairs & Housing 12:00 p.m. – 2:30 p.m. Past Presidents’ Luncheon 1:45 p.m. – 3:15 p.m. Concurrent Workshops 5:30 p.m. – 6:30 p.m. Gala Reception 6:30 p.m. – 1:00 a.m. Gala Dinner and Entertainment

Wednesday, June 10, 2015 8:00 a.m. – 10:30 a.m. 8:30 a.m. – 10:00 a.m. 10:00 a.m. – 10:30 a.m. 10:30 a.m. – 11:30 a.m. 11:30 a.m. – 1:30 p.m.

Registration Concurrent Workshops Refreshment Break Closing Keynote Speaker Closing Ceremonies and Lunch

JUNE 7TH - 10TH, 2015, THUNDER BAY, ONTARIO

Keynote Speakers Opening Keynote Frank O’Dea

Closing Keynote Michelle Ray Michelle’s book, Lead Yourself First! Indispensable Lessons in Business and in Life, originally released as a self-published work, was picked up by Changemakers books and released worldwide to rave reviews. Michelle has appeared as a guest on numerous news and current affairs programs including CBC Radio, CTV, Global TV and featured in renowned publications such as Investor’s Business Daily, The National Post, Montreal Gazette, Vancouver Sun, and The Globe and Mail’s Leadership Lab column.

As a young man, Frank O’Dea was a homeless person, living on the streets, panhandling for nickels and dimes. Today, he is a celebrated business person. Best known as a founder of The Second Cup, he also was involved in founding a number of other successful international businesses and not-for-profits. These include Proshred Security, War Child Canada, Street Kids International and the Canadian Landmine Foundation. He has been appointed an Officer of the Order of Canada and two Canadian universities have awarded him honorary degrees. This is an inspiring story of resilience and triumph in the face of adversity, which is also recounted in his best-selling book “When All You Have is Hope”. He is also the author of Do-the-Next-RightThing: Surving Life’s Crises. Mr. O’Dea’s most recent projects include developing sustainably affordable housing in Brazil.

#AMCTO2015

Born in Australia and now residing in Vancouver, Michelle Ray is the founder of the Lead Yourself First Institute. Michelle is an in-demand business conference speaker, leadership expert, author and award winning speaker. She has worked with a myriad of clientele internationally and is one of less than 600 people worldwide to have earned the “Certified Speaking Professional” designation. Michelle founded her company to help organizations and individuals learn to take the initiative… to develop unwavering confidence and rise to the challenges of managing change and uncertainty. Michelle helps individuals and teams to take charge of themselves in any work/life challenge, equipping them with the tools they need to create outstanding results and more productive business relationships.

Official Conference Charity

Regional Food Distribution Association of Northwestern Ontario Let No One Go Hungry. This is the motto of the Regional Food Distribution Association of Northwestern Ontario. Officially created as a “food banks for food banks”, it has grown over the past 11 years into so much more. The RFDA’s member food banks and feeding programs currently serve 14,000 people a month, and the RFDA receives and distributes over 2.5 million kilograms of food annually. Along with helping food banks, the RFDA also has a community kitchen, to help enhance skills, promote volunteerism, and to provide a sense of community for those who need it most. We are committed to providing a hand up, not just a hand out.

NATURAL TRANSITION

AMCTO’S 77TH ANNUAL GENERAL MEETING AND PROFESSIONAL DEVELOPMENT INSTITUTE

Over 30 Speakers and 40+ Hours of Education Sessions to Choose From... 2015-EducationTRANSITION Conference Sessions NATURAL

Initiative Management: Kawartha Lakes Performance-based Management System

Mark Fisher, Chief Administrative Officer,

City of Kawartha Lakes

NATURAL TRANSITION

The City of Kawartha Lake shares secrets of it’s E.A. Danby Award winning program on its Office of Initiative Management, which was launched with a mandate to move to a performance-based management system centred on both Lean and Six Sigma teachings and practical applications.

Emerging Risk: Privacy, Security and Hosted Applications

Barb Szychta, Vice President, Risk Management Services,

Frank Cowan Company Matt Szybalski, Corporate Records Manager & City Archivist,

City of Thunder Bay Jean Suffak, Manager Corporate Information Technology,

Engagement and Technology: Redeﬁning Relationships with Citizens

Kate Graham, CMO, Manager, Corporate Initiatives,

City of London Blair Labelle, General Manager, Technology & Innovation,

City of Guelph Carlos Saavedra, CEO & Co-Founder, Imminty Denis Zgonjanin, Co-Founder, Boxkite Inc

As more municipalities are seeking new opportunities to improve service delivery via open government collaboration, partnerships with app developers and private enterprises, municipalities have to deal with risk aversion, public procurement processes, the politicized environment, public expectations and regulatory constraints in utilizing technology in an Open Government environment. The panelists, including municipal managers, as well as open government entrepreneurs will divulge the ‘do’s and don’ts’ of Open Government and community engagement.

City of Thunder Bay

Municipalities rely on technology and the safe processing and storage of confidential constituent data. Ensuring the security of this information is becoming increasingly difficult. A representative from Frank Cowan Co. will share valuable information and expertise on managing your risk. The City of Thunder Bay has developed a system of protecting and mitigating this risk in a very innovative way, overseeing the management and procurement of data.

Working with Aboriginal Communities

John Hannam, CMO, City Clerk, City of Thunder Bay Jody Johnson & Scott Stoll, Aird & Berlis LLP

Recent Supreme Court of Canada decisions, combined with the new Provincial Policy Statement confirm that municipalities have obligations with respect to consultation with Aboriginal Communities. This session will explore what this means, in the municipal context, and will provide guidance and examples on this timely topic affecting many municipalities. We will also examine the experience of Canadian municipalities in providing services and building relationships with local First Nations communities and Indigenous political organizations; highlighting initiatives and activities across the country, with a focus on the City of Thunder Bay’s successes as well as other Ontario municipalities.

Environmental Risk – Practical Information & Strategies for Municipalities

Jody Johnson & Scott Stoll, Aird & Berlis LLP

Municipalities face challenges and obstacles, both expected and unexpected, with regard to a variety of environmental matters. A canvass of recent and relevant Court and Environmental Review Tribunal decisions will outline some of this risk and the presenters will provide practical tips for municipalities to mitigate risk arising from environmental issues.

Information Overload: Is it about Information Management or Change Management?

Rick O’Connor, City Clerk and Solicitor, City of Ottawa Denis Kelly, AMCT, Regional Clerk, Regional Municipality

of York

This presentation will cover many aspects of information and change management that are relevant to the municipal sector, such as: the legislative context for managing information and protecting privacy; litigation, e-discovery, access and privacy risks; statistical data; tales from the trenches in two of Ontario’s largest municipalities; technology considerations pertaining to email, mobile access, SharePoint and Enterprise Content Management; the need for Organizational Change; components of organizational change including information

JUNE 7TH - 10TH, 2015, THUNDER BAY, ONTARIO

and technology governance, policies, education and training, user support, human resource considerations and accountability.

Crisis Communication Emergency and Protective Services, City of Ottawa

This Crisis Communication Readiness and Municipal Response presentation provides participants with best practices and lessons learned in crisis communications using real world municipal experiences. It demonstrates the importance of communications between staff, residents, elected officials, other levels of government and media during a crisis. Attendees will gain an understanding of the importance of crisis communications and the need to have a plan. They will learn best practices for crisis communications and how to avoid common mistakes, as well as tools to help them develop and/or review existing crisis communications plans for their municipality.

Succession Planning: Is Your Municipality Ready for Tomorrow?

Garth Johns, CMO, Leadership Professional and Human

Resource Consultant Christine Ball, OMERS retiree and former Executive Director,

Ontario Municipal Human Resources Association (OMHRA)

Municipal leaders and experts continue to warn of future shortages in key management and leadership roles. We are also aware of the critical importance of continuing professional development of staff. However, all too often, there is a disconnect between what is needed and what we are actually doing. Will your municipality be ready?

Karen Owen, Director, Sourcing and Relationship

Management, OECM

Susan Jones, CMO, General Manager,

Sourcing and Procurement to 10 Collaborative Meet Your Municipality’s Financial Goals

Civil Marriages Solemnization

Facing significant fiscal constraints, more and more municipalities, regardless of their size, are striving to leverage their procurement process to drive savings while simplifying processes, increase efficiencies to support delivery of their local programs and ensuring compliance with their specific policies. This session shares how to incorporate savings into an organization’s performance measurement scorecard, which is a strong priority for financial departments.

Practices in developing Water/Wastewater 11 Best Rates: Sustainable cost recovery approaches

Gary Scandlan, Director, Watson & Associates Economists Ltd.

The session will focus on Best Practices in developing Water/ Wastewater Rates, providing sustainable cost recovery approaches. Topics will include: Overview of the legislative requirements (existing and emerging); What you need to know about the different approaches to setting rates, including pros and cons of these approaches; Best Practices for Administration, Governance, Finance and Operations; Long-term Financial Planning considerations: reserves, maintenance and sustainability; Moving towards full cost recovery; Conservation initiatives and impacts on revenue recovery’ Strategies for communicating rate considerations with Council and the public. The province has been moving municipalities towards sustainability and full cost recovery via various Acts and Regulations regarding water and wastewater services. This presentation will provide a review of Best Practices in Administration, Governance, Finance, Operations and rater setting based on detailed interviews with municipalities across the province.

Denise Labelle-Gelinas, CMO, Marriage Officiant

Ontario Regulation 285/04 authorizes municipal clerks (or designates) to perform civil marriages. What are the responsibilities of a marriage officiant? What protocol should they follow? Are there any do’s and don’ts? What do you need to do? Should a municipality choose to provide this service; the Municipal Clerk has the ability to delegate the responsibility to perform these marriages to any person, other than a member of council, under the authority of Subsection 228(4) of the Municipal Act. Know and be able to apply the legislative requirements of the Marriage Act. In this workshop, you will learn tips and traps of officiating a civil marriage, and have the unique experience of observing as presenter, Denise Labelle Gelinas officiates the real wedding of an AMCTO member! 5

NATURAL TRANSITION Business Investment Readiness and Municipal 12 Competitiveness NATURAL TRANSITION

Jamie Cook, Director, MCIP, RPP, PLE, Watson & Associates

Economists Ltd.

This session will discuss Business Investment Readiness and Municipal Competitiveness in Ontario. Key points to be covered include: Macro-economic trends inﬂuencing nonresidential development trends in Ontario municipalities; Established and emerging employment sectors across Ontario; Factors which drive business investment and development for Ontario municipalities; The importance of employment lands in municipal competitiveness; Trends regarding feasibility of industrial and commercial office development in Ontario.

NATURAL TRANSITION

AMCTO’S 77TH ANNUAL GENERAL MEETING AND PROFESSIONAL DEVELOPMENT INSTITUTE

15 Entrepreneurial Municipal Revenue Generation

Ryan Hagey, Director, Financial Planning, City of Kitchener Stephanie Potter, AMCTO Municipal Management Intern,

City of Stratford

A dynamic session using case studies to illustrate innovative and entrepreneurial approaches to revenue generation used in many jurisdictions including sale of sponsorship and advertising on municipal property. You will hear about the roll-out of the City of Kitchener’s recently adopted strategy for selling advertising and sponsorships on municipal property.

16 Preparing Today for Your Retirement

Christine Ball, Executive Director, OMHRA,

Funding Programs – 13 Infrastructure What Are They Looking For and How to Apply Chris Terech, Manager, Financial Analysis & Reporting,

Municipal Finance Policy Branch, Ministry of Municipal Affairs & Housing Lauren Paradis, Manager of Budgets and Long Term

Planning, City of Thunder Bay

Financing of Infrastructure – In this session you will see Case Studies of municipalities with effective long term infrastructure models – including debt management tools such as dedicated levies etc. You will learn tips and insights regarding applying for infrastructure loans; and echniques regarding getting council for Infrastructure funding. You will also learn about various asset management tools and resources.

14 The Evolving Role of the Municipal Treasurer

Presented by MFOA (Municipal Finance Officers Association)

This session will explore the essential skills and knowledge requirements for municipal financial managers to be successful. Panelists will share lessons learnt as well as case studies with special reference to building capacity within financial managers and factors that inﬂuence this changing role, including but not limited to upcoming trends, expanded service scope, public expectations, and demographics.

Michael Robinson, Manager, Stakeholder Relations, OMERS

Join this interactive session to learn more about how to prepare now for a worry free retirement on your own terms: The value that defined benefit (DB) pension plans like OMERS

bring from an economic and social policy perspective

How OMERS fits into the overall total compensation package used to attract and retain municipal leadership

The dollars and cents on how an OMERS pension will

financially support a member through their career and into retirement Hear firsthand from former Executive Director of

the Ontario Human Resources Association (OMHRA) on her experience and perspectives on transitioning into life as a retiree

17 Coaching: the New Norm

Garth Johns, CMO, Leadership Professional and Human

Resource Consultant

Every day, we hear about a multitude of coaches for every possible occasion – executive coaches, performance coaches, personal coaches and more recently, we’re even hearing about sobriety coaches. As managers and leaders we may be led to believe that coaches have some kind of mystical ability to resolve for us our most challenging staff problems. However, the reality is that coaching is necessary but it is a skill that we can all master. There is nothing mystical about it. The new manager can no longer rely on a command and control type of leadership but rather, must learn to coach their staff for the purpose of performance improvement. This session will give participants a number of very simple, basic tools and skills to use which will allow them to become coaches in their own right but more important, better managers and leaders for their staff.

JUNE 7TH - 10TH, 2015, THUNDER BAY, ONTARIO

18 AMCTO Code of Ethics for Municipal Professionals Rick O’Connor, CMO, City Clerk and Solicitor, City of Ottawa

The world of municipal government in which we operate is becoming increasingly complex, with a seemingly endless list of rules, regulations and procedures for staff to follow. It is also facing increasing media scrutiny – sometimes called “scandals” – which may appear “political” in nature but often impact the integrity and perception of professionalism amongst municipal staff in the eyes of the public. As this situation evolves and as financial and political pressures weigh on senior administrators, it is important that AMCTO provide its members a very straightforward, values-based code that they can leverage, reference, and ultimately use to maintain a high level of professionalism and integrity. AMCTO’s new code will serve as a source of guidance, direction and on-going education for the sometimes unclear ethical or “grey” areas that today’s modern municipal civil servants encounter.

Usual Suspects: 19 The Professional Responses to Challenging People

Rick O’Connor, CMO, City Clerk and Solicitor, Regional Clerk,

City of Ottawa John Hannam, CMO, City Clerk, City of Thunder Bay

e-bulletin boards, the twitter verse) in effort to engage with municipal administration and Members of Council. While the vast majority of these communications are straightforward requests for service or information, from individuals that will only be heard from for the immediate matter at hand, a few become ‘frequent ﬂyers’ calling, e-mailing and visiting offices repeatedly in a seemingly endless litany of requests for more, and then even more information. And sometimes, woven into those requests are accusations and allegations aimed at administration and/or Council.

Got the Monkey? – 20 Who’s Eﬀective Time Management

Wendy Jarvis, General Manager, Vadim Software

Are there monkeys jumping around your office? In all likelihood, there are. And most of us don’t know who is “feeding” the monkeys or who “owns” them. Learn how to identify both “good” and “bad” monkeys, how to keep them alive and what to do when they have outworn their usefulness. Using research from a famous Harvard Business Review study, we’ll share some tips on how to be more efficient and effective in your role and how make your office a better place to work.

Attend this session to learn how to effectively deal with the increasingly common challenges such as the frequent, 24-7, ability of the public to send e-mails, make telephone calls, and post comments on various social media (e.g. blogs,

AMCTO Information Session The New CMO Program:

Municipal Management and Leadership Accreditation Tuesday June 9, 2015 – 7:00 am - 8:15 am This breakfast information session will outline the focus, mandate, requirements and application process for AMCTO’s newly revised CMO designation.

NATURAL TRANSITION

AMCTO’S 77TH ANNUAL GENERAL MEETING AND PROFESSIONAL DEVELOPMENT INSTITUTE

Sunday June 7th 2015 1:00 pm to 4:00 pm

NATURAL Mock Emergency TRANSITION Team Building Challenge AMCTO has worked with Thunder Bay Fire Rescue Chief, John Hay, to develop an exciting, group team building challenge centred around dealing with a mock disaster.

You will visit Thunder Bay’s actual EOC for the exercise and tour the assets that maybe deployed in the field to provide reference for what happens beyond the EOC.

During the Challenge, each team will be expected to act as a functioning Emergency Operation Centre (EOC), with inputs and challenges that will deal with a community/area emergency.

Each team will have to work together to perform tasks and implement solutions while building relationships. This Challenge is excellent for individuals, or for teams of colleagues from the same municipality or region, as a great team building program, as well as a practical run through of the steps in managing a disaster.

NATURAL TRANSITION Fire Rescue Chief Hay, and his team will take you through 3 operational cycles of an emergency, leading to a “disaster declaration.” Following the disaster, your team will be assigned active roles, including coordinating with ODRAP and MMAH, and development of task boards.

This challenge will be relevant and exciting regardless of your role in your municipality.

Conference Social Events

Experience the thrill of firing an authentic period musket and learning how to fire an authentic cannon.

Costumed Historic Interpreters

Monday June 8th, 2015 4:30 pm – 9:00 pm

Guests can enjoy an interactive tour throughout our historic site led by friendly and knowledgeable costumed historic interpreters. Visit the Native Encampment, Great Hall, trades square, and other fascinating areas while you learn about the colourful fur trade era.

Enjoy an evening of fun, education and adventure at Fort William Historical Park.

There are 42 re-constructed buildings on the 25-acre site, making Fort William one of the largest living history attractions in North America. The site features a working farm, an active artisan’s area, Native encampment and wharf.

Busing from the Valhalla Inn to the EOC will be provided.

Musket and Cannon Firing

Fort William Historical Park Excursion And Dinner

Fort William Historical Park is a living history attraction operated by the Ontario Ministry of Tourism. Through its historical interpretive program, the Fort depicts the fur trade activities of the North West Company at Fort William, inland headquarters and site of the Company’s annual Rendezvous from 1803-1821.

Cost: $15 (includes HST)

Canoe Paddle (weather permitting)

AMCTO Conference delegates will be taken by bus from the Conference host hotel to enjoy a Voyageur themed dinner, then tour the Fort’s many attractions and participate in traditional activities and programs including…

Master a traditional salute with your paddle and sing voyageur songs, while under the guidance of an experienced guide, who will regale you with tales about the life of a voyageur, the human pack horse of the fur trade. Fort William Historical Park has it all – a pristine natural setting, elegant atmosphere, and great food.

JUNE 7TH - 10TH, 2015, THUNDER BAY, ONTARIO

AMCTO Golf Tournament Strathcona Golf Course Strathcona Golf Course in Thunder Bay is host to the city’s premier amateur golf tournament each year. The Par 72 layout was built on rolling terrain that offers a challenging test of golf. Almost every hole is framed by large mature trees that provide a sense of privacy while you enjoy your game. The nearby Lake Superior offers enticing views and also has an impact on how your putts react so always be aware of where the lake is in your round.

Gala Evening Dinner & Entertainment Tuesday June 9th, 2015 5:30 pm – 1:00 am

Derek Edwards

hailed as a “virtuoso at the peak of his performance,” Derek delivers his comedy with polished style and impeccable timing. Derek is the only Canadian winner of the prestigious Vail International Comedy Competition, is a two time Gemini nominee and has been nominated five times as Best Standup Comic at the Canadian Comedy Awards.

9:00 – 10:00 pm Derek Edwards’ award-winning humour has made him one of the hottest properties in Canada. Identifying himself with the ordinary working guy, his comedic gift is making the ordinary extraordinary. A regular at the Just for Laughs Festival, where he was recently

His numerous TV credits include The New Red Green Show, A&E’s Comedy on the Road, Just For Laughs, and CBC’s Comics. “Edwards is the kind of guy who could read the nutritional content off a cereal box and have you in tears.” – Winnipeg Free Press

After Party

Plan B PLAN B! is a rockin’ band, playing… old stuff, new stuff… no genre is left untouched! PLAN B! has all the songs you don’t hear every day, but wish you did – a righteous live playlist of rumpshaking deliciousness!

NATURAL TRANSITION

AMCTO’S 77TH ANNUAL GENERAL MEETING AND PROFESSIONAL DEVELOPMENT INSTITUTE

2014 AMCTO Conference Companion’s Tour Monday, June 8th, 2015

NATURAL TRANSITION Thunder Bay – City & Countryside Thunder Bay is the largest city on Lake Superior, an important port city watched over and protected by a famed “Sleeping Giant”. Hear his story as well as facts and folklore while viewing him from the city central Hillcrest Park. Catch a glimpse of Thunder Bay’s colourful past along the upgraded waterfront and learn of the powers that Ontario’s beautiful purple gemstone, Amethyst, holds for the bearer. Travel through the countryside to Kakabeka Falls Provincial Park, plunging 128 feet into the gorge below and be sure to look for the image of Greenmantle in the mist of the waterfall.

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Book Your Accommodations at

AMCTO Conference Host Hotels Valhalla Inn

Victoria Inn

1-800-964-1121 Booking code 150604ASSO

1-800-387-3331 Booking code 418654

Tuesday, June 9th, 2015

Canyon Country The ancient bedrock of Lake Superior and the Canadian Shield provide dramatic vistas and two spectacular canyons. Ouimet Canyon offers an unspoiled two kilometre long natural canyon where rare arctic alpine plants thrive in the depths of its valley. At nearby Eagle Canyon Adventures, walk across the canyon via Canada’s longest suspension footbridge or – for the more adventurous – ride the longest zip line in Canada (optional). This outing is enhanced with a visit to Terry Fox Memorial Lookout, a unique Finnish fish/gift shop and a delicious boxed lunch.

JUNE 7TH - 10TH, 2015, THUNDER BAY, ONTARIO

Win a Free Registration

All registrations received (postmarked) by March 31st, 2015 will be entered into a draw to win a free registration for this year’s conference. Registration fee received will be refunded should you be the winner!

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To REGISTER ONLINE visit www.amcto.com

Conference Fees:

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2015 AMCTO Annual General Meeting & Professional Development Institute – June 7th – 10th, 2015 Package Details

Companion/ Retired Member

Member

Non-Member

Full Conference Package (includes the Gala Dinner)

This package includes all conference materials and access to all plenary and workshop sessions, refreshment breaks, Opening reception, Trade Show, Breakfast, Lunch, Fort William Park Dinner on Monday, Breakfast, Lunch & the Gala Reception/Dinner on Tuesday and Wednesday Lunch.

Full Conference Package (excludes the Gala Dinner)

$802.30

(710.00 + 92.30 HST)

$1,005.70

(890.00 + 115.70 HST)

NATURAL TRANSITION

This package includes all conference materials, access to all plenary and workshop sessions, refreshment breaks, Opening Reception, Trade Show, Breakfast, Lunch, Fort William Park Dinner on Monday, Breakfast & Lunch on Tuesday and Wednesday Lunch. (does not include access to the Gala Dinner and Reception).

$718.68

(636.00 + 82.68 HST)

$898.35

(795.00 + 103.35 HST)

Companion’s Tour Package

This program includes registration for the: Thunder Bay City & Countryside Tour; and the Canyon Country Tour. This package includes the Opening Reception, Trade Show, Breakfast, Lunch, Fort William Park Dinner on Monday, Breakfast, Lunch & the Gala Reception/Dinner on Tuesday and Wednesday Lunch.

$350.30

(310.00 + 40.30 HST)

Companion’s and Retired Members - Meal Package

This package includes the Opening Reception, Trade Show, Breakfast, Lunch, Fort William Park Dinner on Monday, Breakfast, Lunch & the Gala Reception/Dinner on Tuesday and Wednesday Lunch. (does not include access to the Monday and Tuesday Companion’s Tours).

$276.85

(245.00 + 31.85 HST)

One Day Package

This package includes on the day you choose all conference materials, attendance at the plenary and workshop sessions occurring, refreshment breaks, Breakfast & Lunch on Monday or Tuesday and Lunch on Wednesday.(does not include access to any Conference Social events).

$333.35

(295.00 + 38.35 HST)

$418.10

(370.00 + 48.10 HST)

All registration fees include HST R#106732936. Extra tickets for social functions may be purchased when you register. Limited tickets will be available at the conference registration desk.

2680 Skymark Ave., Suite 610, Mississauga, Ontario L4W 5L6 Tel: (905) 602-4294 email: amcto@amcto.com

Refund Policy All cancellations must be conﬁrmed in writing. A refund levy of $56.50 (includes HST) will be applied to every cancellation received up to and including May 6, 2015. No refunds will be made for cancellations received after May 6, 2015. Substitutions are permitted. Waiver: In the event that the AMCTO 77th Annual Meeting and Professional Development Institute fails to take place as scheduled or is interrupted and/or discontinued, or access to the premises is prevented or interfered with by reason of a strike, lockout, injunction, Act of War, Act of God, emergency declared by any government agency, or any other cause beyond the reasonable control of the Association, the delegates release the Association from all damages and claims for damages, and agree that the sole liability of the Association shall be to return each delegate’s registration fees paid less a pro-rated share of costs committed by the Association to that time and date. The program as stated is conﬁrmed at time of printing. Due to circumstances beyond our control, the program may be subject to change without notice.

NATURAL TRANSITION

AMCTO’S 77TH ANNUAL GENERAL MEETING AND PROFESSIONAL DEVELOPMENT INSTITUTE

Registration Form (online registration is available at www.amcto.com) FIRST NAME/INITIAL _____________________________________________________

NATURAL TRANSITION

ORGANIZATION _________________________________________________________

LAST NAME _____________________________________________________________________ TITLE __________________________________________________________________________

ADDRESS ________________________________________________________________________________________________________________________________________________ CITY____________________________________________________________________________________ PROV ___________ POSTAL CODE ___________________________________ PHONE _______ ____________________ FAX _______ ____________________ EMAIL _____________________________________________________________________________ AMCTO ID # ________________________ IS THIS YOUR FIRST AMCTO CONFERENCE?  YES

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 NO

IF YOU ARE REGISTERING ANOTHER PERSON FOR THE GOLF TOURNAMENT, A COMPANION FOR THE MEAL OR TOUR PACKAGE PLEASE PROVIDE: COMPANION FIRST NAME _____________________________________________________ COMPANION LAST NAME _______________________________________________________

Conference Fees        

*Full Conference Package (with Gala Dinner) Member: $802.30 / Non-Member: $1,005.70 *Full Conference Package (without Gala Dinner) Member: $718.68 / Non-Member: $898.35 *Retired Member’s Package $276.85 *Companion’s Tour Program $350.30 *Companion’s Meal Package $276.85 One Day – Monday, June 8 Member: $333.35 / Non-Member: $418.10 One Day – Tuesday, June 9 Member: $333.35 / Non-Member: $418.10 One Day – Wednesday, June 10 Member: $333.35 / Non-Member: $418.10

$___________ $___________ $___________ $___________ $___________ $___________ $___________ $___________

Optional Events  

AMCTO Golf Tournament - Sun June 7th (10am to 5pm) Mock Emergency Team Building Challenge Sun June 7th (1pm to 4pm)

______ x $100.00 =

$___________

______ x $15.00 =

$___________

Sub Total:

$___________

You Could Win a Free Registration Payment Options: 1. Register online if making payment by VISA or MASTERCARD at www.amcto.com 2. Please complete the form and send cheque payment by mail to: AMCTO 610-2680 Skymark Ave Mississauga ON L4W 5L6

Please list any food allergies:

* Please indicate attendance at the various social events listed below. Opening Reception, Fort William Park Dinner, Gala Dinner & Reception are included in all Conference Packages excluding One Day Packages, and except where speciﬁcally noted. One Day Packages will need to purchase Extra Tickets to attend these events.

Delegate Attending Companion Attending

Additional Tickets

Sunday, June 7 Opening Reception



 _________ x $55.00

Monday, June 8 Breakfast Buﬀet Lunch Fort William Park Dinner

  

 _________ x $35.00  _________ x $55.00  _________ x $75.00



  

 _________ x $35.00  _________ x $55.00  ________ x $100.00



 _________ x $40.00

Sub Total: Grand Total:

$ ______________ $ ______________

 

Tuesday, June 9 Breakfast Buﬀet Lunch Gala Dinner & Reception



Refund Policy: All cancellations must be conﬁrmed in writing. A refund levy of $56.50 (includes HST) will be applied to every cancellation received up to and including May 6, 2015. No refunds will be made for cancellations received after May 6, 2015. Substitutions are permitted. Personal Information Protection Policy: This information is collected under the Personal Information Protection and Electronic Documents Act for the purposes of processing your registrations and material delivery. This information is not shared, sold or distributed and is maintained in a conﬁdential and secure manner.

Wednesday, June 10 Closing Lunch

(All above prices Include HST R#106732936)

2680 Skymark Ave., Suite 610, Mississauga, Ontario L4W 5L6 Tel: (905) 602-4294 Fax: (905) 602-4295 Email: amcto@amcto.com Web: www.amcto.com

M U N I C I PA L M AR KE TIN G The municipal marketing process While KFC fire hydrants may not seem like an attractive or viable solution for most municipalities, it is important to remember that municipalities who adopt municipal marketing are free to implement advertising strategies that align with their own priorities. Municipalities can set parameters that exclude certain kinds of advertising and can prohibit advertising on certain municipal assets. Policies can be put into place that clearly define inappropriate content and indicate that partnerships and ad placements are not endorsements. As many of these examples indicate, most municipal marketing campaigns are not as aggressive as the KFC example. There are many opportunities to capitalize on non-intrusive forms of municipal marketing. Although the process may seem daunting, initiating a municipal marketing program is a simple undertaking that requires minimal resources and staff time. Most American municipalities began the process by issuing an RFP for a marketing agency to facilitate the program’s planning and development. Once hired, the marketing agency surveys municipal assets and identifies appropriate locations for advertising. With the initial assessment complete, council is then asked to review the list of municipal assets available for advertising opportunities, select appropriate locations and enact appropriate policies and guidelines to ensure advertising and partnerships align with core municipal values. There is also an opportunity to ask for public opinion on proposed initiatives. Thereafter, an agency is hired to implement the marketing program by soliciting corporate partnerships for a commission-based fee or an agreed upon flat fee for services.21 The current economic and demographic climate demands that governments adopt innovative solutions

Kentucky Fried Chicken, “KFC Colonel and Road Repair Crew Take Advertising to the Streets to Re-‘Fresh’ America’s Pothole-Stricken Roadways,” 25 March 2009, http://bit.ly/ 1tDkOKq. Kentucky Fried Chicken, “To Launch its new Fiery Gilled Wings, KFC Unveils First-Ever Hydrant and Extinguisher Sponsorship Program,” 6 January 2010, http://bit.ly/ 1FaWWrO; Kenneth Hein, “KFC Offers to Fill Up the Nation’s…Potholes,” Adweek, 25 March 2009, http://bit.ly/1rXVaob;

3. 4. 5.

David Robertson, “KFC really is saving America, and it’s not alone,” The Times, 6 August 2012. Joe Smydo, “Pittsburgh expects to build revenue through advertising,” Pittsburgh Post Gazette, 24 July 2012, http://bit.ly/1tDkUBG. “Bankrupt Cities, Municipalities List and Map,” Governing the States and Localities, 3 December 2013. http://bit.ly/1h2oSgP. “Found Money: The Growing Popularity of Municipal Marketing,” IEG Sponsorship Report, 24 September 2012, http://bit.ly/1tDl0cs; “Phoenix Emergency Food Tax Allocation Plan,” City of Phoenix, 10 February 2010, http://1.usa.gov/1tK1e4G; Mario Paniagua, “City Council Q1 2015 www.amcto.com

“ There are many opportunities to capitalize on non-intrusive forms of municipal marketing.” and maximize resources. It is becoming increasingly difficult to maintain service levels through taxation alone. Ontario municipalities are already beginning to embrace alternative methods of revenue generation. The cities of Kitchener, Barrie, Mississauga, Brampton and Ottawa are exploring various different municipal marketing opportunities, including the sale of naming rights, sponsorship and allowing ad placements on arena score boards and in city publications. However, most Canadian municipalities are still far behind our American counterparts when it comes to finding innovative ways to generate municipal revenue. Municipal marketing can provide a viable source of income that does not come from taxation and it can be implemented within limitations set by individual municipalities. It is essential that Canadian municipalities begin to embrace innovation, as the sustainability of government programs will depend upon finding new sources of revenue. It is time to mobilize meaningful public sector innovation in Canadian municipalities before we all need KFC to come Re-‘Fresh’ our roads. Stephanie Potter is an AMCTO management intern in the City of Stratford’s CAO’s Office and holds a Ph.D. in history from Western University.

Report: Review of Sales Tax on Food for Home Consumption,” City of Phoenix, 2010; http://1.usa.gov/1DaPNWA; “Phoenix Budget for Community Review,” City of Phoenix, 2010-11, http://1.usa.gov/1xL1ejh. 6. Mario Paniagua, “City Council Report: Review of Sales Tax on Food for Home Consumption: Attachment A: Cities in Maricopa County With Sales Tax on Food,” City of Phoenix, 2010, http://1.usa.gov/1xxxLKS 7. Julie Frisoni, and Julie Watters, “Workshop Council Report: Municipal Marketing” City of Glendale, 7 January 2014, http://bit.ly/1tDlLCj “Inside The Evolving World of Municipal Marketing” IEG Sponsorship Report, 30 January 2014, http://bit.ly/14dMTS6. 8. Nathan Bomey and John Gallagher, “How Detroit Went Broke,” Detroit Free Press, 15 September 2013. http://on.freep.com/1eMiwC9 9. U.S. Bureau of the Census, “Table 18. Population of the 100 Largest Urban Places: 1950,” http://1.usa.gov/1ystFp0. 10. U.S. Bureau of the Census, “Annual Estimates of the Resident Population for Incorporated Places Over 50,000, Ranked by July 1, 2012 Population: April 1, 2010 to July 1, 2012 - United States --Places Over 50,000 Population 2012 Population Estimates,” http://1.usa.gov/1rXXYBx

Planning for Energy Efficiency Municipal energy plans reflect both community values and energy needs By J. Lynn Fraser

municipal energy plan (MEP) is a roadmap that guides municipalities in determining their future destinations for efficient energy use. MEPs provide an opportunity for a municipality to define its place in a region’s energy planning. Ontario’s MEP Program was created to “support local energy planning.”1 These plans allow for an alignment of “the built environment, energy and land use growth planning to identify the best possible energy efficiency and green energy options for a community.”2 The difference between an MEP and a conservation and demand management plan (CDMP) should be noted. “An MEP describes the larger, community-focused plan (with a separate funding program),” asserts Ashley Remeikis, energy efficiency service provider at Local Authority Services, a business service provider for Ontario municipalities and public sector. A CDMP “is the plan all municipalities are required to develop under the Green Energy Act,” she states. In contrast, MEPs are not mandatory but voluntary, according to the Ontario Ministry of Energy. 3 Ontario Power Authority (OPA) spokesperson, John Cannella, states: “You can think of an MEP as a master planning and implementation guide for how the whole community will manage energy in the future. The CDMP is a tighter focus on only the municipal assets and their energy consumption. It can be a subset of the MEP or a separate approach but can work best when the two are harmonized.” The Ontario Ministry of Energy sees MEPs as good for the economy, facilitating both energy projects and jobs initiated as a result of the plan. 22

Q1 2015 www.amcto.com

MEPs – What’s involved? An MEP must have three stages, according to the Ministry: 4,5 • Stage One: Input from stakeholders must be sought (six months) • Stage Two: Data about energy use in all sectors must be collected and analyzed (six months) • Stage Three: A MEP plan must be designed, then approved by Municipal Council (12 months) In stage three, municipalities “will evaluate their emerging conservation opportunities by sector and develop an MEP.”6 Both conservation plans and policy recommendations are geared to decreasing energy use. 7 An MEP should contain, at least, an in-depth assessment of different energy efficiencies approaches, choices for local long-term energy conservation, a discussion of how the plan’s key goals and initiatives meshes with other plans and both a short- and long-term approach. 8 “An energy plan may differ by municipality depending on factors such as size, geographical location and capacity,” notes Remeikis. Included is a municipality’s annual energy consumption. “This serves as the benchmark from which you will be able to measure the success of your energy conservation initiatives,” she says. Remeikis advises outlining: “energy conservation projects you plan to implement and providing details such as cost, estimated energy savings and projected length of time of implementation” in an MEP. Remeikis notes it is important to “highlight any previous energy conservation initiatives undertaken by the municipality.” This should “include any renewable energy generation,” she says. Past and present successes in terms of key facilities, equipment, policies and procedures in

MUNICIPAL ENERGY P L A N S

use, the types of energy to use and contributions of various sectors in a municipality to that plan. MEPs will, Remeikis notes, “help avoid cost increases, improve service delivery and support local industry while protecting human health and the environment.” This type of plan is a proactive effort to “build on asset management efforts and sustainability plans.” MacDonald agrees. “It speaks to planning in general. It is a way to be accountable, to set goals and to measure progress. It’s a mechanism to help with budgeting,” he says. Brady adds that MEPs contribute to effective cost management and efficient capital use.

all municipal departments “will lead you into the future,” Remeikis remarks. An MEP should match a municipality’s “culture of conservation” comments Steven MacDonald, a corporate energy management engineer with the City of London. “It is important to capture the whole energy perspective” in a municipality, he believes. “The best plan has a long-term focus for the community with real on-the-ground support,” states Sean Brady, director of business development, conservation for OPA. An MEP is “a reflection of the community,” Brady notes. It takes into consideration baselines for community energy consumption and greenhouse gas emissions and establishing renewable energy infrastructure and conservation.

Why develop one? MEPs are about directing growth – where to grow and how to grow. They concretize a municipality’s plans for future energy

Challenges These plans are complex and require the coordination of resources and expertise. “The vision and scope of the plan,” Brady observes, “affects its implementation.” The sectors involved, the plan’s aim, the stakeholder base, the timeframe and the extent of community involvement must be considered. “The biggest challenge in establishing an energy plan is finding the staff resources,” Remeikis says. “Municipal staff wear several hats and often the hat of an energy manager is one that is most foreign to people.” MacDonald believes keeping staff informed is a challenge for MEPs. He stresses establishing a “familiarity” with the process to keep staff, both in-house and in the field, on board.

Local governments and energy planning MEPs reflect the specific and particular needs of a community. Many see them as an opportunity to build on the strengths, needs and resources of a community. MUNICIPAL MONITOR

PESHKOVA/SHUTTERSTOCK

Sean Brady, Director of Business Development, Conservation, Ontario Power Authority

M U N I C I PA L E N ER GY PL AN S

MEP FUNDING POSSIBILITIES

The MEP Program has funding to assist both “lower tier” and “singletier” municipalities that qualify.11 Upper tier municipalities are not eligible to apply, but lower tier municipalities must involve their upper levels. Two funding streams are available for MEPs that qualify12:

1. “Funding stream to develop a new municipal energy plan”: Successful applicants will receive “funding for 50 per cent of eligible costs,” up to $90,000.

2. A new funding stream has been introduced “to enhance and existing energy plan.” It applies to municipalities that have designed a “complete or partial MEP.” Successful applicants will receive “50 per cent of eligible costs up to $25,000.”

this will result in “a more broad-based community energy plan in the future.” Plans developed at the community level will, she believes, “engage local utility companies and key members of the public and private industry.” This creates “a grounded, wellresearched and integrated plan with wide buy-in.” MacDonald sees a successful MEP as an opportunity to lead by example whereas Brady views MEPs as “providing communities with a local framework for development.”

MEPs and government plans

With a goal to reduce energy costs across City of Brampton buildings and facilities, the Business Planning Division in the Building and Property Management Department completed its largest lighting retrofit project in 2012 with the 220,000 square foot Civic Centre that was originally built in the 1970s

PHOTOS COURTESY OF THE ONTARIO POWER AUTHORITY

“Under the Green Energy Act, the term public agency extends itself to every municipal service board, postsecondary institution, public hospital and school board,” Remeikis says. She notes if these stakeholders develop their own “corporate energy plan with a clear directive and attainable goals,”

MEPs complement the Ontario government’s Long-Term Energy Plans9 as well as Regional Energy Plans.10 The province’s long-term goal for its energy plans is to establish energy sources that reflect a community’s needs and are green, clean and efficient. “Municipalities have a lot of plans, each of which have a number of people contributing expertise. Recognizing cohesiveness among these individual plans and to not duplicate efforts is certainly beneficial,” Remeikis states. “No one knows what is better for a municipality than those who work there.” Brady concurs that an “overall integrated approach that lays out energy use in the community, utilities, transportation, business and residential sectors” will provide “insight into better community infrastructure.” Through the coordination of data, human expertise and technological innovation, MEPs provide milestones and benchmarks for municipalities on the road to energy efficiency.

1. Ontario Ministry of Energy, Ontario’s Municipal Energy Plan Program, www.energy.gov.on.ca/en/municipal-energy/ 2. Ontario Ministry of Energy, Municipal Energy Planning, www.cleanairpartnership.org/files/Municipal%20Energy%20Plans%20Program%20Deck%20Webinar%20FINAL%20CLEAN.pdf 3. Ontario Ministry of Energy, Ontario’s Municipal Energy Plan Program, www.energy.gov.on.ca/en/municipal-energy/ 4. ibid. 5. Ontario Ministry of Energy, Municipal Energy Planning, www.cleanairpartnership.org/files/Municipal%20Energy%20Plans%20Program%20Deck%20Webinar%20FINAL%20CLEAN.pdf 6. ibid. 7. ibid. 8. ibid. 9. Ontario’s Long-Term Energy Plan, www.energy.gov.on.ca/en/ltep/ 10. New Ontario Government Strengthens Energy Planning, http://news.ontario.ca/mei/en/2013/05/new-ontario-government-strengthens-energy-planning.html 11. Ontario Ministry of Energy, Municipal Energy Planning, www.cleanairpartnership.org/files/Municipal%20Energy%20Plans%20Program%20Deck%20Webinar%20FINAL%20CLEAN.pdf 12. Ontario Ministry of Energy, Ontario’s Municipal Energy Plan Program, www.energy.gov.on.ca/en/municipal-energy/

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